> System Adoption
Implementing a system can be a daunting task by itself—add to that unidentified problems in its implementation, and you have a recipe for disaster. It can be difficult to identify these problems, and as such, the intervention of experts may be required.
> ERP System Implementation
The implementation of an ERP system is an immense undertaking which can not be accomplished without a well thought-out and calculated plan. Even with a plan, a disruption in the organization and the staff is inevitable. There will be a temporary drop in productivity, wherein employees get familiar with the new software and no longer have efficient pipelines worked out over long periods of time. This is entirely expected with any new process, however, and this drop in productivity will progressively fade away, and eventually, a higher productivity will be attained than was being observed prior to the implementation. When implementing an ERP system, it is important to realize that it is not simply a software installation, but rather a business endeavor and team mission, for which utmost cooperation and support is required from all employees of the company—especially those whose jobs are closely involved with the ERP system. The importance of this can not be be stressed enough; the only option if success is desired is to involve, supervise, recognize and retain those who will work with the system.
> Background on Firm
It is impossible to achieve any benefits from an ERP implementation without the employee backing described above. This was the case for a construction and engineering firm based in Saudi Arabia, which had chosen us for the task of identifying the reasons behind the ineffectiveness and delay in their implementation of an ERP system.
> Our Findings
After a comprehensive study of the firm, we successfully identified the root causes of the issue:
- the various departments in the company did not switch to the ERP, instead preferring the legacy systems already in place which they were familiar with;
- individual employees used personal flows for generating reports—these were not directly compatible with the ERP system and thus led to inefficiencies;
- there was not much support from top executives in the implementation of the system; and,
- investment in change management programs and culture was severely lacking.